贝恩战略分析方法市场营销customersegmentation.ppt

Author: Laird ReedContributors: Barbara Bilodeau, Dorie Krawiec bcSegmentationCustomerMarch 1998Copyright© 1998 Bain & Company, Inc. 1customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda2customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda3customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Competitors•Customer Segmentation•Purchase Criteria Rating (Importance Analysis)•Company Positioning (Effectiveness Analysis)•Attractiveness Analysis •Value Proposition Development•Customer Retention and Loyalty•Customer AcquisitionCustomers •To identify cost reduction opportunitiesCustomer segmentation is an important tool for customer analysis.CostCapabilitiesStrategic Purpose:Tools:•To identify revenue and profit maximizing strategies•To achieve differentiation and to preempt competitors’ moves•To determine the strategies that fit best with a company’s core competenciesContext4customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS *In some cases, there will be only one target segmentCustomer segmentation is a process of identifying homogeneous groups of customers. Once customers have been segmented, a company chooses target segments and approaches each segment with a value proposition that meets the segment’s needs.•Each customer segment describes a homogeneous group of customersSegment customers(existing and potential)Choose target segments*Create value propositionfor each target segmentDetermine profit potential•Target segments are the most attractive customer segments for a given company to focus on•A value proposition is the combination of product, service, and delivery offered to the customer•The potential profit from serving the target segments with proposed value propositions must be determinedThe Process5customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Customer segmentation is valuable because all customers are not created equal. •Each customer segment has a unique set of needs and requires its own value proposition•The profit potential differs by customer segmentCustomer segmentation helps companies focus scarce resources where they can be most leveragedWhy Do Customer Segmentation?6customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda7customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Customer segmentation is useful for both customer retention and customer acquisition.Segment customersChoose target segmentsCreate value proposition for each target segmentRetain target customersAcquire target customersRetention and Acquisition8customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Bain caseteams have used customer segmentation to:•Identify gaps or redundancies in the product portfolio•Screen out unacceptable new products•Choose product features•Determine product pricing•Establish appropriate service options•Determine optimal distribution strategy•Advise on advertising strategyApplications (1 of 2)9customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •A large European beer manufacturer was faced with increasing competition and low market growth. Bain used segmentation to identify product portfolio gaps and determine optimal positioning for new and existing brands. This resulted in an 8% market share increase.•An international cosmetics company wanted to identify opportunities in the high growth skin care market. A Bain team identified unmet consumer needs for anti-aging creams and proposed an optimal strategy for targeting the appropriate customers. This resulted in approximately $145MM in value creation.Bain’s customer segmentation work has brought significant results for many clients. Examples of Bain’s work include:Applications (2 of 2)10customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda11customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Choose segmentation method (needs-based, behavioral, or demographic) based on underlying issuesProcess:Tips:•Choose target segments based on attractiveness and ability to serve in a differentiated way (in some cases, there will be only one target segment)•Create value propositions based on customer needs (each target segment requires its own value proposition)•Determine the revenue and cost impacts of offering the proposed value propositions to the target segments•Segments should be–meaningful–MECE (only one segment per customer)–measurable–substantial–actionable•Attractiveness is based on profit potential (revenue potential and cost to serve)•Ability to serve in a differentiated way recognizes both the client’s and the competitors’ core competencies as well as regulatory factors•Each value proposition should address:–product–service–distribution•Profit potential should include profit as well as “hidden costs” (e.g., increased training and marketing costs for new products)Segment customers (existing and potential)Choose target segments*Create value proposition for each target segmentDetermine profit potential*In some cases, there will be only one target segmentCustomer Segmentation Steps12customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda13customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Customer needs (e.g., preferences for low price vs. high service)–psycho-graphics–attitudesNeeds-basedBehavioralDemographicType of data used to segment:Examples:•Value high service over low price •Value low price over high convenience•Value brand name over low price•Buy on sale only vs. at full price•Behaviors (e.g., purchasing patterns, usage patterns)•Use ATM vs. use branch•Shop weekly vs. monthly for groceries•Drink coffee vs. do not drink coffee•Demographics (e.g., age, income, home ownership)•Young vs. old•High income vs. low income•Home owners vs. rentersThere are three main types of segmentation: Segmentation Methods14customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Primary research necessaryNeeds-basedBehavioralDemographicSegmentation process:Usefulness in creating value propositions:•High (shows causation)•Descriptive and actionable (describes customers and drivers of purchase)•Primary research necessary only if behavioral data not available from client database•Moderate (shows correlation, not causation)•Descriptive, not actionable (describes purchasing behavior, but does not address drivers or purchase)•No primary research necessary•Demographic data sometimes readily available from client•Low (occasionally shows correlation, never causation)•Descriptive, not actionable (describes customers but does not address drivers of purchase)Needs-based segmentation is the most time consuming to execute, but also the most valuable. Most of Bain’s work involves needs-based segmentation.Comparison of Segmentation Methods15customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Make a complete list of potential customer and non-customer needs–focus groups or a small number of unprompted customer interviews–brainstorming–previous client work or Bain researchCreate a needs listCollect dataConduct Factor/Cluster analysis to determine statistical segmentsSteps:•Ask a representative sample of customers and non-customers a battery of questions designed to gauge their needs concerning a product/service•Customers and non-customers are placed into segments based on their responses to the key variables that drive purchase behaviorDefining customer groups in a needs-based segmentation begins with identifying the likely customer and non-customer needs.Needs-Based Segmentation16customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The Bain Research and Data Analysis Group in Boston should be contacted when running a needs-based segmentation to ensure proper, statistically valid analysis•These tools could generate a number of statistically valid answers. In that case, the segmentation options must then be screened using business judgement.Factor Analysis and Cluster Analysis are statistical tools used to determine appropriate needs-based customer segments.Factor/Cluster Analysis17customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS There are two methodologies for segmenting a database of behavioral or demographic information.CHAID - an analytical tool that uses the Chi-Square statistic to find the drivers of a dependent variable80/20Process:Statistical validity:Drawbacks:•Divide customers according to their profitability•Hypothesize as to the variables that drive profitability. Combine variables to create segments.•Low•Iterative, manual process•Requires solid intuition•Risks leaving out important variables•Does not address causation•Choose dependent variable (e.g., profit), hypothesize as to the segmentation variables, collect data on variables, run CHAID, reality check results, and create segments based on the CHAID•High•Process requires contacting the Bain Research and Data Analysis Group in Boston for software/ statistical expertise in conducting CHAID analysisBehavioral and Demographic Segmentation18customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •CHAID analysis determines and ranks all of the statistically significant drivers of a chosen dependent variable (e.g., profit, retention, productivity)•Specifically, it groups independent variables into subgroups–independent variables are categorized according to their statistical significance (e.g., store location, age)–CHAID identifies interactions/effects between variables–CHAID yields subgroups which are statistically significant and MECECHAID is a statistically robust method used to segment a demographic or behavioral database.CHAID19customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Meaningful - there should be enough differentiation among segments such that each segments seems unique•MECE - each customer should belong to one, and only one, segment•Measurable - clearly defined with a market share that can be quantified•Substantial - there should be enough volume in a segment to merit analysis•Actionable - we should be able to design a value proposition for each segment Regardless of the type of segmentation used, the customer groups determined by the segmentation process must have the following characteristics:Segmentation Requirements20customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda21customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Note: In some cases, there will be only one target segmentThe target segments should be chosen based on their attractiveness to a given company and that company’s ability to serve the target segments in a differentiated way.Attractiveness(profit potential)Ability to serve in a differentiated wayRevenue potentialCost to serveClient’s core capabilities vs. competitors’External factors•Size•Growth potential•Buyer power•Product requirements•Price sensitivity•Advertising requirements•Channel preference•Service requirements•Strategic objectives•Ability to leverage:–technology–costs–skills–existing resources•Existing market perceptions•Existing base in segment•Legal restrictions•Regulatory requirementsTarget Segment Selection22customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Develop Capabilities to Serve this SegmentTarget this SegmentAvoid this SegmentAdjust Value Proposition to Improve Attractiveness of this SegmentLowLowHighHighAbility to Serve Segment in a Differentiated Way(Lever = Capabilities)Segment Attractiveness (Lever = Value Proposition)Target Segment Selection Matrix23customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda24customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Features•Price•Quality•Brand•Positioning•Promotion/advertisingProductServiceDistribution•Before sale•During sale•After sale•Delivery channels•SpeedAfter customers have been segmented and the most attractive segments have been chosen, a customized value proposition should be created for each target segment by trading off among the following elements:Actions should leverage strengths and optimize resources with the goal of increasing market share of the target segmentsValue Proposition Development25customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda26customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Once the value propositions have been established, the potential profit to be gained from providing them to the target segments should be quantified.Determine profit potentialCalculate revenue increaseCalculate cost to serveCurrent customersNew customersCurrent customersNew customersProfit Potential Quantification27customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda28customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS *Disguised client caseSmith’s Fashion Center is a large discount women’s retailer in the Northeast that wants to understand its customer base to determine expansion options.A list of the drivers of retail purchasing behavior was madeCustomers were asked ~20 questions to record their needsFactor/Cluster analysis was used to determine the segmentsSegment size and revenue potential were calculatedAn expansion market was chosen and the merchandise strategy was adjusted based on the segmentation resultsSmith’s Fashion Center* - Process29customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS A five segment solution was chosen from the Factor/Cluster analysis.Female apparel shoppersBargainsUtilityFashionPrimary motivation:BargainsEfficiency/serviceFun(love to shop)Secondary motivation:High quality bargainsServiceFashionBargainsNot motivated by:Fashion“Fashion Forward Shopping Lover”Segment name:“Fashion Value”“Fashion on a Shoestring”“Unfashionable Bargain Lover”“Rich but Unfashionable”$950$750$1,400Average spending per year:$850$1,350Smith’s Fashion Center - Segments30customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Smith determined that its target segments were “Fashion Value” and “Fashion on a Shoestring”.*In this case, spending was a good proxy for profitAbility to serve in a differentiated waySmith's Fashion Center - Current Customers31customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Chosen Expansion City Smith chose an expansion city with a high mix of its target segments.Smith's Fashion Center - Expansion City Customers32customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Importance of Accessories Merchandise QualityBased on the needs of the target segments, the merchandise strategy was adjusted to include accessories and more low quality brands.Smith's Fashion Center - Merchandising Strategy33customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda34customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS *Disguised client caseSituation:Complication:Question:Hypothesis:•The client, Highland Hotels, has high margins and is one of the five largest hotel/conference center chains in Europe•The market is coming to the end of a period of rapid growth and Highland’s relative cost position is worse than its competitors’•How can Highland preserve its high margins in a slowing market where it finds itself at a cost disadvantage?•By offering a differentiated value proposition to the most profitable customer segment, Highland can preserve its high marginsBain used customer segmentation to determine the target segments for Highland Hotels and to create value propositions for those target segments.Highland Hotels* - Background35customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Bain conducted an 80/20 behavioral/demographic segmentation for Highland Hotels.High profit customers were segmented based on their behavioral and demographic characteristicsA target segment was chosen based on its attractiveness and Highland’s ability to serve itCustomers were divided into groups based on their profitabilityThe behavioral and demographic drivers of profitability were determinedA value proposition was created for the target segmentHighland Hotels - Process36customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS One third of Highland’s customers account for more than 60% of its total profits.Highland Hotels - Customer Profitability37customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS OccasionVisit FrequencyLength of VisitThe primary drivers of profitability are visit frequency, length of visit, and occasion.Highland Hotels - Profitability Drivers38customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Highland identified four types of high value customers based on the profitability drivers.High Profit SegmentsAnnual FrequencyLength of StayOccasion•“Hotel-aholics”•“Honeymooners”•“Hello again”•“One-timers”Very frequent(9.2x)Infrequent (1.5x)Frequent(6.2x)Infrequent(1.3x)Medium(3.9 days)Long(10.0 days)Short(1.8 days)Long(5.4 days)Business/leisureLeisureBusinessBusinessHighland Hotels - High Profit Segments39customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Highland decided to target “hotel-aholics” because they were the most attractive segment and a good fit with the company’s capabilities.Ability to serve in a differentiated wayHighland Hotels - Target Segment40customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Bain designed a value proposition for the “hotel-aholic” segment that differentiated Highland from its competitors.Priority serviceSpecial services•Favorite room ready•“Permanent” electronic key•Complimentary dry cleaning•Two phone lines•Fax machine in room•One 20 minute complimentary call to homeRewards•Frequent flier miles•“Kids Stay Free” daysHighland Hotels - Value Proposition41customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •The customer segmentation concept•Applications•Customer segmentation steps –segment customers–choose target segments–create value propositions for target segments–determine profit potential of serving target segments with value propositions•Examples–needs-based–behavioral•Key takeawaysAgenda42customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •There are three main types of customer segmentation: needs-based, behavioral and demographic. Needs-based segmentation is the most difficult to execute, but the most valuable. Most of Bain’s work involves needs-based segmentation–needs-based segmentation involves creating a list of needs, collecting data, and conducting Factor/Cluster analysis to identify segments–there are two methodologies for segmenting a database of behavioral or demographic information8the 80/20 method involves dividing customers according to their profitability, hypothesizing as to the variables that drive profitability, and combining variables to create segments 8the CHAID method involves choosing a dependent variable, hypothesizing as to the segmentation variables, collecting data, running the CHAID, reality checking the results, and creating segments•Regardless of the type of segmentation used, the resulting segments must be meaningful, MECE, measurable, substantial, and actionableCustomer Segmentation StepsTypes of Segmentation•Customer segmentation involves separating customers (existing and potential) into homogeneous groups, choosing target segments (or one target segments), creating value propositions for each target segment, and determining the profit potential of serving the target segments with the proposed value propositionsKey Takeaways (1 of 2)43customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Target segments are chosen based on their potential profitability and the client’s ability to serve the segments in a differentiated way•Determining the profit potential of serving the target segments with the proposed value propositions consists of calculating the revenue and cost impact of serving both current and new target customers•The three major elements of a value proposition are product, service, and distributionTarget SegmentsApplications•Customer segmentation, done properly, helps companies focus scarce resources where they can be most leveraged•Bain uses customer segmentation for both customer retention and customer acquisitionKey Takeaways (2 of 2)44customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Customer Segmentation StepsComparison of Segmentation MethodsNeeds-Based SegmentationBehavioral and Demographic SegmentationSegment customers (existing and potential)Choose target segmentsCreate value proposition for each target segmentDetermine profit potential•Choose segmentation method (needs-based, behavioral, or demographic) based on underlying issues•Choose target segments based on attractiveness and ability to serve in a differentiated way (in some cases, there will be only one target segment)•Create value propositions based on customer needs (each target segment requires its own value proposition)•Determine the revenue and cost impacts of offering the proposed value propositions to the target segments•Segments should be–meaningful–MECE (only one segment per customer)–measurable–substantial–actionable•Attractiveness is based on profit potential (revenue potential and cost to serve)•Ability to serve in a differentiated way recognizes both the client’s and the competitors’ core competencies as well as regulatory factors•Each value proposition should address:–product–service–distribution•Profit potential should include profit as well as “hidden costs” (e.g., increased training and marketing costs for new products)Process:Tips: •Primary research necessaryNeeds-basedBehavioralDemographicSegmentation process:Usefulness in creating value propositions:•High (shows causation)•Descriptive and actionable (describes customers and drivers of purchase)•Primary research necessary only if behavioral data not available from client database•Moderate (shows correlation, not causation)•Descriptive, not actionable (describes purchasing behavior, but does not address drivers or purchase)•No primary research necessary•Demographic data sometimes readily available from client•Low (occasionally shows correlation, never causation)•Descriptive, not actionable (describes customers but does not address drivers of purchase)•Make a complete list of potential customer and non-customer needs–focus groups or a small number of unprompted customer interviews–brainstorming–previous client work or Bain researchSteps:•Ask a representative sample of customers and non-customers a battery of questions designed to gauge their needs concerning a product/service•Customers and non-customers are placed into segments based on their responses to the key variables that drive purchase behaviorCreate a needs listCollect dataConduct Factor/Cluster analysis to determine statistical segments CHAID - an analytical tool that uses the Chi-Square statistic to find the drivers of a dependent variable80/20Process:Statistical validity:Drawbacks:•Divide customers according to their profitability•Hypothesize as to the variables that drive profitability. Combine variables to create segments.•Low•Iterative, manual process•Requires solid intuition•Risks leaving out important variables•Does not address causation•Choose dependent variable (e.g., profit), hypothesize as to the segmentation variables, collect data on variables, run CHAID, reality check results, and create segments based on the CHAID•High•Process requires contacting the Bain Research and Data Analysis Group in Boston for software/ statistical expertise in conducting CHAID analysisTakeaway Slides (1 of 3)45customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Segmentation RequirementsTarget Segment Selection MatrixValue Proposition DevelopmentProfit Potential Quantification•Meaningful - there should be enough differentiation among segments such that each segments seems unique•MECE - each customer should belong to one, and only one, segment•Measurable - clearly defined with a market share that can be quantified•Substantial - there should be enough volume in a segment to merit analysis•Actionable - we should be able to design a value proposition for each segment Develop Capabilities to Serve this SegmentTarget this segmentAvoid this segmentAdjust Value Proposition to Improve Attractiveness of this SegmentLowLowHighHighAbility to Serve Segment in a Differentiated Way(Lever = Capabilities)Segment Attractiveness (Lever = Value Proposition)•Features•Price•Quality•Brand•Positioning•Promotion/advertisingProductServiceDistribution•Before sale•During sale•After sale•Delivery channels•SpeedActions should leverage strengths and optimize resources with the goal of increasing market share of the target segmentsDetermine profit potentialCalculate revenue increaseCalculate cost to serveCurrent customersNew customersCurrent customersNew customersTakeaway Slides (2 of 3)46customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS ClientCompetitorComb ChartAttractivenessABCTarget segmentSegmentFinancialAttractivenessEase of ImplementationHiLoLow priceHigh qualityFast deliveryA B C DSegment NeedsSegmentSegment ShareTotal market = $Competitors (% of Total Sales)Client$$$$$Satisfaction Over TimePercent of Replies100%TimeGoodOkayBadValue PropositionSegment ASegment BSegment CSegment DProductServiceChannel Customer RetentionAcquisition CostSize of segmentRevenue and Profit#$$CTakeaway Slides (3 of 3)47customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 青苹果出品青苹果出品 必属精品必属精品 / 企业管理人力资源全套企业管理人力资源全套 / 品牌策划资料品牌策划资料/行业分析报告分析报告/PPT模板模板等。

48customersegmentation.PPT。